On the 1st October 2006 the Department for Work and Pensions introduced the Age Positive legislation. Designed to prevent companies from overlooking older people because of their age, the campaign was greeted by employers with a lukewarm reception. Most companies’ primary concern was managing their recruitment advertising campaigns to avoid a hefty court case.

Shifting sands
Due to the current economic environment, companies need to adapt and change their working practices along with it. And as companies evolve, employers need their workers to remain flexible.

According to a study done by Bendick, Jackson and Romero, as seen on BBC News, some of the qualities associated with young employees include creativity, willingness to use new technology and lower income expectations.

These qualities are perfect attributes to have in your company during a recession because businesses need innovation and drive to survive it.

The study indicates older employees have qualities that include practical knowledge, loyalty and experience. These are vital assets that will undoubtedly add value to a company during tough times.

Organizations that implement the Age Positive campaign as part of their recruitment strategies are beginning to see the benefits of this in key areas such as customer service.

B&Q, the DIY and garden store recently won the ‘Age Positive Retailer of the Year’ award at the People in Retail Awards.
B&Q chief executive, Ian Cheshire commented: “We have found that older workers have a great rapport with customers, as well as a conscientious attitude and real enthusiasm for the job.”

Apart from customer service improvements, B&Q’s statistics show that since they started recruiting older workers into the company, they have experienced tangible benefits; such as, 18% growth in profits, staff turnover is six times lower and short-term absenteeism is down 39%.

Research done by Lancaster University Management School has found that customer satisfaction increased by 20% at restaurants that employ staff over the age of 60.

Rachel Krys, campaign director of the Employers Forum on Age, commented favorably on this and said: “Many people make a good contribution at work and only short-sighted organizations would risk removing talented people just because a milestone birthday is approaching.”

Last year the UK Working Nation report done by Vodafone, revealed that older people are the most content and enthusiastic employees in Britain, as reported by Management Today. More than 50% of respondents said that they went to work “to express a skill, talent or passion”.

Sydney (92) from New Malden works as a Garden centre customer advisor at B&Q and commented positively about his work.
“Working at B&Q gives me the chance to put my knowledge and experience to good use, advising customers on their gardening projects. On top of that, working with people of all ages gives youngsters the chance to learn a little from an old timer like myself, and they help to keep me young at heart!”

The benefits are threefold as customers, employers and older employees gain from the endeavor.

Jean (72) from Brentwood told Retail Week that working at Sainsbury’s helped her cope with her sanity after her husband passed away.

“Working means you get to meet people, get yourself tidied up and get out of the house. I really think that working longer prolongs your life,” she said.

“Maybe it’s a work ethic thing, but I find that a lot of people prefer to ask us older staff questions, particularly if it’s about cooking and things like that,” she added.

Worst off during the recession

According to news mooted in the press, graduates and the youth of today are hit worst by the recession.

As a result, the government have implemented new schemes to introduce jobs for young people or training positions.

The Backing Young Britain campaign will create 100,000 new jobs for under 25s as well as 50,000 additional jobs in “unemployment hotspots”.

This project will cost the UK tax payers £1bn and according to the Business Secretary, Lord Mandelson, is our ‘moral obligation’.

However, latest figures from the Office for National Statistics (ONS) counter this point and indicate that it is in fact older people who are worse off in the recession.

The Prime Initiative reported that although both groups are having a torrid time, the figures show that older people find it harder to get back into work after being made redundant.

Bryan (52) a divorcee from Kent, previously worked at a company that refurbished offices.
After being made redundant he found it extremely hard to get another job because he had limited skills and no education.
He enrolled for an English course that enabled him to teach English to youngsters up to the age of 12.

“And now I’m off to Taiwan in a couple of weeks to teach English to nine-year olds,” he said excitedly adding: “I’m extremely thrilled that I got in and I plan to travel and save up most of my money because at this stage it’s no use for me to stay in England.”

Although Age Positive legislation forces businesses to look at older people differently when it comes to employment, it doesn’t proactively create positions for them.

Diverse employment

The best solution to the age debacle seems to lie within the combination of ages, backgrounds and ethnicity.

B&Q not only won the ‘Age Positive Retailer of the Year’ award because they have employed older workers but also because they have a mixture of diverse groups.

“There are clear business benefits to employing a work force which is diverse and reflects its customer profile,” chief executive, Ian Cheshire added.

Quick advice guide for unemployed, older citizens

1. Don’t panic! Update your CV as the wealth of experience in your field will be priceless.
2. Further your skills as soon as possible especially within technology. Learn to use different computer programs as well as using the internet.
3. Consider a different field of interest that can benefit from your current skills
4. Remember interviews are going to be tough. Familiarize yourself with the rules, prepare, and dress the part.
5. Visit your nearest Job Centre Plus for advice and guidance.

About Author:

Chantel is a regular contributor of career advice and jobs news for leading UK Job Board http://www.careersandjobsuk.com

Search person will travel wherever necessary to personally meet with the candidate. Travel costs are passed on to the client.

Three or four candidates are presented to the client. Presentation includes a credentials and background report for each candidate, along with samples of work, letters of recommendation and complete reference-check covering numerous past employers, colleagues, editors and others.

Search person acts as intermediary throughout the process to ensure that search runs smoothly.

Conditional employment guarantee generally begins at one year and extends sometimes two years and beyond – depending on hire level and prior agreements.

Fee: usually equal to 30-35% of the hire’s first annual compensation. That includes bonuses, perks (such as cars, club memberships, etc.) and anything else that is considered part of the hire’s first year of compensation.

Search person’s out-of-pocket costs such as telephone, administrative costs, hotels, airfare, meals, etc. that are in connection with the search are billed to the client in addition the standard fee for the search.

Payment of fee: generally paid in thirds. First one-third payment is due at signing of search agreement; next is due thirty days later and final payment due thirty days after that.

Contingency search

Fee is paid contingent upon a hire being made.

Non-exclusive.

Original research is minimal. Heavy reliance on top-of-mind or database candidates who are either out of work or are still employed.

Depending on level of individual being sought and time constraints, original recruiting is done (contacting employed individuals who may or may not have expressed prior interest in seeking another job).

Whenever possible, potential candidates are interviewed in person.

Candidates are not interviewed in person when the client wants to meet the candidate immediately based on the strength of the candidate’s resume, or, if the candidate resides in another state or is otherwise unavailable. Client is made aware of situation and candidate agrees or has given prior consent to meet the client without meeting the search person first.

Presentation to the client usually involves the e-mailing of a resume with a few comments regarding the qualifications of the candidate in relation to the job.

Most times there are no restrictions on the number of resumes sent by search person.

If client is interested, based on resume, candidate is then scheduled for an interview.

No biographical report is filed. Usually no references are checked at this time. Sometimes work samples are sent along.

Most of the time references are checked by either the search person or the client.

Hire retention guarantee is generally three months for not-for-profit organization and PR agency; six months for corporate communications department. Usually valid if pre-stated conditions are met. Longer guarantees can be negotiated with additional client concessions.

Costs can vary depending on whether the search was for a not-for-profit organization; a PR agency or a communications department of a corporation. Costs are calculated as a fee equal to the hire’s first year of annual salary. Rarely are other compensatory benefits included such as bonuses, perks, etc.

There are no additional out-of-pocket costs to the client except when there are extraordinary costs in connection with the search. These costs require a prior agreement with the client in order to be reimbursed.

Modified contingency search

Full fee is paid contingent upon a person being hired. Typically a portion of the fee is paid when agreement is signed. Some form of exclusivity is part of this agreement. Either total exclusivity or exclusivity for a defined period of time in which there will be only one designated search firm working on the assignment. After which, one other or others can be added.

Frequently the client is free to advertise, actively recruit or otherwise seek referrals from colleagues even when an exclusivity agreement has been made with a search firm.

Search firm will undoubtedly spend more original recruiting hours sourcing new candidates via phone, database and in-person interviewing. Having an exclusive and/or a portion of the fee up front keeps the search assignment high on the search person’s radar screen.

In this type of search, conditions are often set that require more intensive review and interviewing of potential candidates. Sometimes complete reference checks are made even before a resume is submitted. In some cases, close scrutiny of the candidate’s written samples and portfolio is required before resume submission.

Many of the same elements of search procedures are evident in the Modified version as in the standard Contingency search, only more extensive and more in-depth. Conditional employment guarantees can range from three months to one year. In more senior level searches, it can be up to two years.

Fees are in the same ranges as standard Contingency searches with a prior agreed-upon portion of the fee being paid at the beginning of the search. Those percentages can be one-third, one-half or two-thirds. The balance of the fee is contingent upon someone being hired.

Spring Associates, Inc. is arguably the most imitated search firm in public relations. Dennis Spring created his firm in 1980. In addition to executive search services, the company also handles communications audits, mergers and acquisitions, client/agency reviews and PR agency selection searches.

Article provided by:
Spring Associates was the FIRST to compile and publish The Official PR Salary & Bonus Report. Considered by many as the industry standard for accurate and reliable salary, bonus and PR agency hourly billing rates. The Report has been published annually since 1996. http://www.springassociates.com/knowledge-base/54-executive-search.htmll

Article Source: http://EzineArticles.com/?expert=Dennis_Spring

]]>http://diverseconnections.net/three-methods-of-executive-search/feed0The Benefits of Diversity Recruitment in the Customer Service Sectorhttp://diverseconnections.net/the-benefits-of-diversity-recruitment-in-the-customer-service-sector
http://diverseconnections.net/the-benefits-of-diversity-recruitment-in-the-customer-service-sector#commentsTue, 22 Sep 2015 04:12:36 +0000http://diverseconnections.net/?p=93There are many personal benefits one can derive from working in an environment that includes a diverse set of people-however, there are many economical benefits that arise when diversifying staff members in the customer service sector. When approached in this manner, diversity recruitment can be a valuable tool for increasing the output and effectiveness of your staff in ways that may have gone overlooked previously.

Diversity among coworkers can strengthen communication skills with customers.

Any face-to-face time that an employee has with a person that may share different views is valuable for practicing effective communication. Offering these opportunities to employees within the workplace through diversity recruitment, then, is a great way to strengthen customer relations. Conflict arises naturally through misunderstandings, and creative problem solving could start in the office-decreasing the likelihood of them arising with customers.

Empathy allows us to better assess the needs of the customer.

The art of customer service is very much tied up in knowing the customer’s needs and wants. When we diversify our staff, we award our employees the opportunity to practice empathy-putting ourselves into the shoes of the other. Cultural differences will merit different sets of needs, be it the need for a particular communication style or attitude when speaking. Practicing empathy on a regular basis will allow employees to recognize these needs more effectively and quickly, increasing the success of your team.

Creative problem-solving is a fantastic tool in the customer service sector.

As previously stated, creative problem-solving should start in the office-and should be facilitated by leadership staff. This not only applies to interpersonal conflict, however. Understand that these problem-solving skills don’t just happen-they are practiced skills that need more so practiced within the workplace. Discussions, scenarios could be lead by leadership staff for employees to bring valuable experience to the table. Once honed, these skills will improve communication skills between employees and customers.

As you can see, diversity recruitment may have benefits that are not quite so visible on first inspection, however can prove to be long-lasting improvements on the efficiency and communication skills of your employees. Never underestimate the power of experience when it comes to customer service-it’s the best tool we’ve got.

The author is very devoted to societal concerns, particularly ones related to equality and diversity employment

Providing all individuals with the opportunity to reach their full potential is about more than just compliance. It is about developing cultures that are conducive to meeting the needs of organizational members at all levels. An organization dedicated to diversity must go beyond placement of individuals, toward the long-term task of facilitating their upward movement in that organization. Though often used interchangeably, affirmative action and diversity are two separate concepts that have the ability to function together to improve representation of under represented groups in organizations.

Affirmative action is based on legal directives requiring federal contractors to measure employment practices and to develop a workforce that is reflective of the community in which they work. Resulting from historic discriminatory employment practices, affirmative action policy was designed to ensure that federal contractors made good faith efforts toward recruiting, hiring, training and promoting qualified minorities and women. The matter of affirmative action necessitates more than simply working to avoid discriminatory behavior, but also actively seeking to undo the damage of past discrimination.

While affirmative action focuses on taking positive steps to get individuals into the organization, diversity works to change the culture of that organization. Instead of just changing the representation of their workforce, organizations dedicated to a diverse workforce realize the value in a mixture of varying cultures, backgrounds and experiences.

Sybil Randolph and Dawn Hyde in Cultivating Your Affirmative Action Program on Infertile Ground explain affirmative action as being present when organizations:

·Have and abide by an equal opportunity policy

·Analyze their workforce to assess possible areas of goals for under represented minorities and women

·Develop a plan of action to eliminate under representation and make a good faith effort to execute the plan

The goal of implementing affirmative action is to create a workforce that is reflective of the area in which a contractor operates. However, Randolph and Hyde clarify the differing functions of these two concepts by defining diversity as being present “when organizations value individuals for the knowledge, skills, talents and abilities that they bring to the organization for the benefit of business.”

A diversity orientation demonstrates for employees that diversity is a key element in organizational functioning because it:

·Represents an integration of HR policies and practices into a “bundle”,directing the organization toward diversity and diversity management

·Incorporates other policy-related decisions considering diversity implications in the decision making process

Employees who believe their organization internalizes this philosophy are more likely to recognize value in their differences, paving the way for effectiveness through creativity and innovation. Affirmative action programs and diversity initiatives are similar in that, for either to be truly effective, employees must be confident that management is dedicated to implementation.

Unfortunately, organizational behavior and organizational policy is not always consistent. For instance, qualified minorities and women might be gaining entrance to company doors, but those same individuals can become unmotivated and stagnant when career development is not used in combination with a diversity orientation. Accordingly, the need to work toward enabling minorities and women to perform to their potential through career development is imperative.

As demographics change, organizations will have to change to retain commitment and mobilize the workforce for productivity. This shift will call for training and promoting qualified individuals even when they do not look like or think like what has traditionally been viewed as a “fit” for the organization.

Lee Gardenswartz and Anita Rowe, in Managing Diversity, acknowledge this stance on the differing responsibilities of affirmative action and diversity in building an inclusive environment. Affirmative action is considered the catalyst that channels a diverse set of employees into the organization.

However, only after a diverse workforce is developed can the organization focus on creating an environment in which all needs and values are considered, individuals are not penalized for being “different” and organizational and management practices benefit the whole.

About Kathi Traylor

As an HR Analyst at Berkshire Associates, Inc., Kathi conducts data analysis, develops affirmative action plans and provides general consulting services on AA/EEO implementation. Prior to working with Berkshire, Kathi worked as a Human Resources professional for a health care organization.

Article Source: http://EzineArticles.com/?expert=Kathi_Traylor

]]>http://diverseconnections.net/affirmative-action-versus-diversity-whats-the-real-difference/feed0Workplace Diversityhttp://diverseconnections.net/workplace-diversity
http://diverseconnections.net/workplace-diversity#commentsSat, 29 Aug 2015 02:32:42 +0000http://diverseconnections.net/?p=34Workplace diversity refers to the extent to which an organization is culturally diverse. Cultural diversity includes the range of ways in which people experience a unique group identity, which includes gender, sexual orientation, race, ethnic and age. An organization’s culture tends to determine the extent to which it is culturally diverse.

While diversity in the workplace brings about many benefits to an organization, it can also lead to many challenges. It is the responsibility of managers within organizations to use diversity as an influential resource in order to enhance organizational effectiveness. In the Journal of Applied Behavioral Science, C.L. Walck defines managing diversity in the workplace as “Negotiating interaction across culturally diverse groups, and contriving to get along in an environment characterized by cultural diversity”.

In a journal entitled, “The multicultural Organization”, by Taylor Cox, Jr., Cox talks about three organization types which focus on the development on cultural diversity. The three organization types are: the monolithic organization, the plural organization, and the multicultural organization. In the monolithic organization, the amount of structural integration (the presence of persons from different cultural groups in a single organization) is very minimal. “In the United States, this organization usually represents white male majorities in the overall employee population with few women and minority men in management jobs”. “The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group”. The multicultural organization not only contains many different cultural groups, but it values this diversity.

]]>http://diverseconnections.net/workplace-diversity/feed0IT Recruitment and the Struggle With Diversityhttp://diverseconnections.net/it-recruitment-and-the-struggle-with-diversity
http://diverseconnections.net/it-recruitment-and-the-struggle-with-diversity#commentsTue, 11 Aug 2015 01:52:12 +0000http://diverseconnections.net/?p=115IT recruitment has long suffered from one key problem – gender diversity. Whilst even traditionally male dominated industries such as the medical, legal and political professions have made huge advances in both reaching female workers and offering them an equal chance of success over the past few decades, IT has effectively stalled, despite being a relatively new industry.

This isn’t to say that IT is the most unbalanced sector of work in terms of gender diversity. Proportionally, less women work in construction than work in IT – just 11% in construction in comparison to 18% in IT.

However jobs in information technology employ one in 18 people in the UK, and as women make up 46% of the overall workforce, its apparent that a significant imbalance remains. Furthermore, this was not always the case; many experts who have long experience in the field – such as Eileen Brown of ITPro, no stranger to the rarity of women in IT – can recall a time when the ratio of male to female workers in IT was largely equal.

“Mainframes were prevalent then, with an almost 50:50 split in male-female operators and programmers,” she said in an article about the diversity problem this year.

Whilst there are many factors involved in the IT sectors struggle to improve diversity, one is that during the early years of IT many women could expect to be paid far less simply due to their gender. They also faced limited career prospects due to the outdated stereotypes of the early 20th century, even where no explicit link can be established, these stereotypes have had a profound effect on diversity within the modern working world and IT is no exception.

Perceptions that IT is a ‘boys’ subject are almost self-perpetuating. Not only are the leading figures and the role models of computing, technology and software development all male but efforts to improve diversity are stymied by the relatively tiny proportion of women who even consider jobs in IT. Just 20% of those currently studying IT subjects are female and there is no certainty this group will commit to a career in the sector.

Across the IT recruitment sector, ongoing efforts are being made to encourage and support women in to considering and working in technology and information services. From the figures it is clear that this will remain a significant challenge for the near future, but many in the industry are positive that perceptions of the IT worker will change and that women will feel welcome in the sector.

Harvey Wiles is a freelance author writes articles on various topics. To learn more about IT Recruitment Agencies and IT Jobs he recommends you to visit http://www.randstadtechnologies.com

Article Source: http://EzineArticles.com/?expert=Harvey_Wiles

]]>http://diverseconnections.net/it-recruitment-and-the-struggle-with-diversity/feed0Why Should Companies Form Partnerships With Executive Recruiting Firms?http://diverseconnections.net/why-should-companies-form-partnerships-with-executive-recruiting-firms
http://diverseconnections.net/why-should-companies-form-partnerships-with-executive-recruiting-firms#commentsSun, 28 Apr 2013 02:49:03 +0000http://diverseconnections.net/?p=137Firms today have an understanding that it is vital to hire the right people for the right jobs. However, sometimes due to the stress and pressure of business, there really isn’t time to go out and look in the market for qualified applicants when needed. When this occurs, firms will play it safe and go with the employee they already are familiar with and have confidence in and attempt to train him or her, rather than risking bringing in an unknown/unproven talent in these challenging times. The potential advantages of insourcing are it can be less worrying, it provides employees more motivation and encouragement, and the risk of failure maybe minimized. The disadvantage is that you might miss out on hiring new talent with fresh ideas, superior skill sets and more experience.

Nowadays, it is a must for companies to be well prepared for the shifting trends in hiring. Companies that understand the trends and develop strategies based upon these trends usually are the obvious winners because they are already adjusted and ready for the changes in talent recruitment. The core responsibility of executive recruiting firms is more important than ever as competition increases within this “battle for talent” environment. Because of this, developing close relationships with an executive recruiting firm can be an essential factor for a company when their plan is to obtain access to the highest quality applicants.

The best executive recruiting firms’ are highly motivated to commit to a long term partnership with their clients. Meanwhile, have an understanding that both parties involved in the relationship have a priority to meet/exceed each other’s expectations. Through a strong partnership, executive recruiting firms can offer more than just qualified applicants. The best way to utilize executive recruiting firms is to actually involve them and welcome their advice from a consultative point of view when your company is making strategic hiring plans. Allowing them to make suggestions on managerial/executive structures, partake in positive ways to approach foreseeable available positions, estimate target compensation structures and to contribute their opinions on competitive marketplace events. Due to the fact that executive recruiting firms have access to extensive competitive market data, their role as an advisor can be beneficial to any company in terms of competitive analysis and what others are doing. Companies who build partnerships with executive recruiting firms and are prepared for the changes in management or corporate reformation will generally avoid pricey issues created by a void in a high level position down the road.

With the ever changing business environment, amplified competitive pressures and a diminishing number of management level executives, organizations will need to think ahead and be resourceful in order to hire leaders ready to take them into the future. These days, it is vital to set up a partnership with an experienced and well respected executive recruiting firm who can assist you through business strategies and human resource issues.

]]>http://diverseconnections.net/why-should-companies-form-partnerships-with-executive-recruiting-firms/feed0What Is An Executive Recruiterhttp://diverseconnections.net/what-is-an-executive-recruiter
http://diverseconnections.net/what-is-an-executive-recruiter#commentsSun, 21 Apr 2013 00:51:31 +0000http://diverseconnections.net/?p=148What is an executive recruiter? An executive recruiter is an individual that is knowledgeable about varied executive job positions, who is hiring and how to choose the right candidate for any given position.

In retainment firms, executive recruiters work to find candidates for varied job positions in specific industry areas that they specialize in. They gather information about varied candidates and their resumes and keep in varied databases that can be used to match candidates in a more defined fashion with varied job openings. They are constantly updating their databases and contact people on their lists even when there is no position suited to them at the time, but need information or referrals for people who might potentially fit the criteria for job searches supplied to them by varied employers.

Executive recruiters are not generally there to serve the candidate, but to serve their client. Their job is to use all professional and legal means possible, online and offline and conventionally and unconventionally to find the perfect matches needed. They will do initial phone interviews with potential candidates to vet not only their suitability, but their interest in any positions available. Then, with the permission of the candidates, they will forward their details and resumes to their clients as part of their searches.

These recruiters are considered professional human resources people, rarely headhunters. They have the ability to understand the need to not only help executives and employers find each other for permanent working relationships, but to ensure complete privacy and confidentiality at all times. They are also keenly aware of industry criterion, industrial developments and the changing work market.

Ultimately, recruiters work for a hiring agent or employer. Their first priority is to meet the needs of the employer, developing a solid and working knowledge of that employer, their needs and the goals they are trying to achieve. It is therefore important for candidates to understand that recruiters are not there to wait on them.

Executive recruiters are professionals who do move from firm to firm to also better their careers. It is not uncommon to find that a recruiter has been employed by multiple firms and may no longer be reachable at the last known firm.

Therefore it is very important that any contact with recruiters is made directly to them versus the company that they are employed by. Most recruiters do not advertise themselves under their company names, but choose to be listed in varied recruiting directories under their own names. This enables employers and potential candidates to maintain continued contact with the recruiters and reuse their services in the future.

Executive recruiters can specialize in varied management, financial or other high level administrative areas. Others may deal only with other forms of professional candidates like doctors, lawyers and bankers. However, it should be noted that most employers will not hire an executive recruiter unless they have had trouble in doing the job themselves. Some of these employers choose recruiters in larger and better established agencies, but others do differently. Generally speaking contingency recruiters deal with middle professional and management jobs. Retainment recruiters manage positions at the highest levels. Therefore the more prestigious and valued the position is, the better the chances are that the retainment recruiter will be doing the needed searches.

Executive recruiters can work as individuals or within varied sized and types of agencies, being listed in directories under their own names. Though middle level positions are mainly dealt with by contingency executive recruiters, it is always best to use retainment executive recruiters, who will take on all levels of positions and are more adept at refining their lists of candidates in more specific ways. However, some will combine both types.

About Author:

Greg Heslin is a best selling career advice and “street smart” tips author on how to survive in the 21st Century workplace.To learn more about FREE cutting edge career tips and techniques, you can visit his web site at http://www.My-New-Career.com

]]>http://diverseconnections.net/what-is-an-executive-recruiter/feed0Five Considerations For Successful Diversity Recruitinghttp://diverseconnections.net/five-considerations-for-successful-diversity-recruiting
http://diverseconnections.net/five-considerations-for-successful-diversity-recruiting#commentsWed, 10 Apr 2013 14:39:49 +0000http://diverseconnections.net/?p=43Recruiting a diverse workforce is about much more than filling quotas or running ads with pictures of diverse employees. From our perspective, true diversity starts with a mission to gain strength as an organization by attracting a variety of outstanding people with varied backgrounds, skills, ideas and cultures. While it may seem daunting at the outset, you can get there. And, we believe that a change in thinking can help you recharge your efforts.
#1. Seek frank answers to tough questions.

Is your organization’s current culture welcoming and inclusive? Is it welcoming to everyone, including often-overlooked populations such as the disabled and older workers? Identifying your cultural weaknesses is an important step in improving your environment so that recruitment efforts aren’t thwarted by high turnover rates among minority employees.

#2. Become familiar with the particular needs and values of individual groups.

Don’t look at all of your prospective minority candidates as a single group – each particular target will likely have unique needs. We know from our work with Hispanic audiences that they place a high value on family and the support system it offers. You need to think in their terms: What will this job mean not only to me but to my family? Look at your organization through their eyes: How is this workplace an extension of my family? Will I be able to work in a supportive team environment?

#3. Ensure support for diversity initiatives is present throughout all levels of your organization.

This is particularly important at the executive and upper management levels – the actions of senior managers must reflect your diversity policies, especially among those individuals involved in hiring and managing employees.

#4. Establish benchmarks for success.

How will you measure the success of your diversity recruitment programs? Think in terms of both long and short-term goals and specific outcomes that may not be as tangible – like being known in your community as “a great place for minorities to work” – as outcomes such as “specific number of African American hires during a six-month period.”
#5. Determine ways to integrate diversity recruitment initiatives and messages into all communications.

Diversity recruitment goes far beyond a series of ads meant for specific groups of people. Make sure that your diversity messaging is woven throughout all of your employment information.

With nearly 15 years of experience, Kendra Van Nostran oversees account planning and research at the recruitment advertising agency CKR Interactive. She conducts secondary market research and audience analysis to arrive at strategic solutions for employers in response to a range of recruiting challenges.

The answer to that question is usually based more on how you choose to interact with an executive recruiter than how an executive recruiter chooses to interact with you.

In dealing with an executive recruiter, there are several “rules of the road” that you need to know.

First, executive recruiters do not work for you they work for the clients who pay them. Therefore, no matter how excited a recruiter seems to be about working with you, in the final analysis the client “rules”.

Second, most recruiters have a specialty. Find out which recruiters specialize in your field of expertise and work with those. Do not expect a recruiter who specializes in engineering to be effective in placing you if you are an accounting or finance professional.

Third, recruiters are almost always paid on 100% commission. As a result, recruiters have to work “closest to the dollars” or they make no money. Therefore, a recruiter in most cases will not be in touch with you until and unless they have a position to talk about. That does not mean the recruiter has lost track of you, or is ignoring you or does not think you are a quality candidate. What it does mean is that the recruiter is doing what he or she needs to do to compete in the marketplace. And, when a recruiter does contact you, be responsive and timely. Absent a response from you, the recruiter has no alternative but to presume you are not interested.

Fourth, build relationships with several executive recruiters in advance of when you really need them. Executive recruiters live and die by relationships and referrals. If you start to build relationships with recruiters in advance of when you need them, it will give you the opportunity to learn about their work ethic, their style, their expertise, their client base, etc. It also puts the recruiter in the position of knowing you better, which means they can present you to a client in a more knowledgeable manner when the time comes.

Fifth, never pay a fee to a recruiter or a firm that promises to get you a job for a fee. That is different than paying for career counseling or for professional resume writing services that provide a legitimate service for a fee. But nobody can promise you a job and nobody can promise you interviews.

Now, back to the question – are Executive Recruiters Friend or Foe?

An established, knowledgeable, ethical and professional executive recruiter can be a tremendous ally during a job search. But, you should not use just a single recruiter, you should use a small network of executive recruiters with whom you have developed long-term relationships.

That strategy requires that you develop a network of high performance executive recruiters as a key part of your career planning over the long term.
On the other hand, an inexperienced, unethical or unprofessional recruiter, or a recruiter with whom you have no relationship, can be your worst enemy in your job search. They can misrepresent you, or waste your time by sending you on interviews for positions for which you are not a match, or in numerous other ways hurt your job search activity.

So, as written above, the answer to the question is based more on how you choose to interact with an executive recruiter than how an executive recruiter chooses to interact with you. Which means that, if you have not already developed a network of trusted executive recruiters, start now to do so.

PROFILE: An experienced Executive Recruiter and seasoned CFO, COO, CAO, Controller and Chief Audit Executive for various multinational, national and regional companies, who has transitioned into the highly competitive staffing industry for senior level accounting and finance professionals.